Key Safety and Security Planning Tips for Successful International Corporate Events

Key Safety and Security Planning Tips for Successful International Corporate Events Table of Contents TOC o "1-3" Introduction PAGEREF _Toc170463761 h 3 Location Selection PAGEREF _Toc170463762 h 3 Activity Focused PAGEREF _Toc170463763 h 3 Emergency Planning First PAGEREF _Toc170463764 h 4 Continued Monitoring PAGEREF _Toc170463765 h 4 Information, Information and more information PAGEREF _Toc170463766 h 4 Pre-Arrival Preparations PAGEREF _Toc170463767 h 5 Communications PAGEREF _Toc170463768 h 5 Continued Management PAGEREF _Toc170463769 h 6 Conclusion PAGEREF _Toc170463770 h 6 About the Author PAGEREF _Toc170463771 h 7 Tony Ridley PAGEREF _Toc170463772 h 7 Introduction Post-financial crisis has seen many companies and sponsors return to the international events scene with renewed enthusiasm, evident by increased volume, along with a whole new generation of offerings from providers in the sector. However, despite many internal, mature risk management processes, the majority of international events still continue to present an Achilles heel when it comes to business travel health, safety and security. Despite the fact the event may be held offsite or away from the usual place of employment, it still does not discharge a company from their usual duty of care or workplace health and safety obligations. When it comes to international corporate events, meetings, incentives, conferences and gatherings, here is what every planner needs to know to ensure a successful, safe and secure event. In this article you will learn the most important safety and security planning tips starting with location, activities, emergency planning, monitoring and communications. By the end of this article you will have a rapid evaluation criteria and consistent, safe approach to ensure all your international corporate events run smoothly and prevent the majority of avoidable incidents that ruin otherwise great gatherings and corporate events. Location Selection Too many planners leap to an ideal location and then attempt to force all the solutions and planning solutions around this ideal destination. The best location must meet the requirements for an enjoyable, successful and functional site for all the planned activities but also provide for all the support needs such as routine medical, reliable transport, secure locations and safe environments. Any location that fails these initial criteria will only amplify any emergency situation and likely result in a higher overall risk to all involved. While the initial location is important, it is just as important to evaluate all the activities needed for the event and identify any and all social activities that will take place in conjunction with the event. Activity Focused Corporate meetings, incentives, conferences, and events can be high activity situations with lots of people coming and going along with information sharing and enjoyment opportunities. Therefore all proposed and possible activities must be considered and included in the final plan. This should include everything from arrivals, reception; check in, conference events, networking, social/entertainment, sightseeing, ground transport, shopping, internal travel and departures. It is paramount that all activities available be considered in the chosen location, not just those provided on the official program as attendees or accompanying partners/families always seek out alternate options, with a high potential for emergency situations outside the traditional plans. A commonly overlooked element is parallel or simultaneous events and activities. Other company functions, public holidays, climate changes, religious festivals and even internal company events such as product launches or press releases need to be considered and how they will impact the running of the event along with any altered threat or emergency planning concerns. Only after all the activities, internal and external to the event, have been identified and mapped out can you progress to the emergency management and planning stage. Emergency Planning First This may seem counter intuitive but in my experience it is the far superior approach. With a set location and a list of activities you can now start to create broad and detailed emergency planning sessions. The reason this is a better approach is that you do not want to discover areas that require minor or major treatment solutions late in the budget, promotion, and management or confirmation cycles. For example, if you discovered that the local medical services were routinely overwhelmed on a weekend due to peak tourist activity in your chosen location, you would need to either reconsider the location as a plausible option or include onsite medical support as part of your budget and risk mitigation solution. Especially when you consider in your planning the impact and support demands should you have a group emergency such as food poisoning or the collapse of a viewers stand. With an emergency support plan in place first, almost all your routine concerns and considerations will be itemized for completion. Rooms, transport, ushers, communications, medical, security, service providers and many more will have been considered and prioritized in the planning stage and now await procurement and confirmation in a far more organized sequence by the planning team. These services and requirements in the emergency plan, almost always have a routine and day-to-day requirement anyway, and both cost efficiencies and planning time can be reduced considerably. No plan or assumptions are ever one hundred percent accurate; therefore a system for continued monitoring and review is also mandatory to ensure success. Continued Monitoring Change is inevitable, especially if your event was scoped and planned weeks or months in advance. Therefore a reliable and effective system is required to identify and manage change in accordance to the priority required by the altered outcome. Dedicated systems and resources, often already present as part of the overall event administration, needs to be harnessed to support the inevitable change management issues. Timings, resources, weather, personnel and services are all likely to alter in some shape or form prior to or during your ideal plan. Clearly defined information requirements, lines of communication, prioritization of response and follow up procedures need to be in place and communicated to those affected or influential to the process. This should be supported with an appropriate vehicle in which to share information such as email, SMS, radios, blogs, bulletin boards and so on. The more information you collect, the more you have to process but the better informed you will be when making routine and emergency decisions. Information, Information and more information Plan to capture and access as much information as possible when managing successful corporate events. Too few planners and event managers appreciate or successfully capture and process routine information that could dramatically improve the efficiency and productivity of an event but also prove pivotal to emergency situations. Consider well in advance how to store and access information. The right information should be accessible in the easiest possible way by those that need it and the coordination and evaluation of all input should be ongoing. Flight schedules, media events, meals, contact numbers, agendas, weather activity, emergency services, support resources, capabilities, response times, preparation time, cost, expertise, and all other requirements must be pre-prepared, captured and managed throughout the event. All this information should not die with the event’s conclusion but provide a template for future events and even return options for routine and extra ordinary business activity. With all this preparation, it is almost criminal that too few prepare their attendees adequately in advance with pre-arrival preparations. Pre-Arrival Preparations With all the preparation and information activity up to this point, it remains illogical why so much of it is then not shared with attendees and planners. A centralized body of knowledge in which elements can be extracted to provide and prepare attendees is neither difficult nor indulgent. Group pre-arrival guides, information and key updates should be delivered in a “readable” or “digestible” format to all those likely to attend and support the event. This channel and focus group should be regularly updated with the most salient points regularly until the completion of the event. A more focused demographic such as organizers, supporters, families, technical personnel, alternate language groups, men, first time travellers/visitors, women and mixed national or cultural groups should be isolated and communicated to with more specific and relevant content. This is not just in the form of a general “goodies bag” that seem to dominate a lot of these events and are rarely read or retained by the majority of attendees. Any further segmentation such as those with dietary restrictions, medical conditions and so on should also be catered for and engaged. Event providers and suppliers could learn a lot in distinguishing themselves from the general market by providing this as part of the attraction and delivery offering. All this does not need to be the sole responsibility of the attending company but could easily be provided by the host facility/entity. Don’t forget, this is a two way street also with many social media platforms available for rapid and widespread distribution should attendees seek to share their opinion, dissatisfaction or even during a crisis. Therefore, channel monitoring is also advisable. Routine and continued updates should be available that could easily be altered to include priority/emergency information updates should the need arise. Prior development and regular use of any communication platform will only enhance the success and engagement of the event. Communications Event planners and managers are almost spoilt by choice with the various means and mediums for communications. The consolidation and consistency of message is the challenge, along with ensuring segmentation of both content and receiver. Facebook, YouTube, SMS, email, blog, website and numerous other social media platforms are all viable means for two-way communication. Planners should have already identified in their emergency planning what local options, limitations or nuances prevail and the best or most reliable for the task. Regular and enjoyable communications are never a burden but frequent, irrelevant communications puts any emergency communication at risk as users may have already dismissed or blocked specific channels due to abuse. This must also be collaborated with all aspects and planners of the event. Like all the afore mentioned elements, these systems don’t run by themselves. They need supervision and constant management throughout the lifecycle of the event and should not be shutdown or turned off until the event is officially complete and all attendees under care are safely on their way back to their point of origin. Continued Management It is not the plans that are important, it is the planning. Continued management and monitoring is a close second. All events, locations and activities require care and management to ensure they go as close as can be reasonably expected to plan. Continued management is a team event and not solely dependent upon one or two individuals. Succession planning and redundancies should have been identified in the emergency-planning phase to prevent the vulnerability presented when one or two key people are unavailable momentarily or for extended periods. Each stage, action and even event should be reviewed and analyzed for opportunities to improve the process or identify overlooked aspects. Conclusion When it comes to international corporate events, meetings, incentives, conferences and gatherings, these are the key health, safety and security points that every planner needs to know to ensure a successful, safe and secure event. You now have the most important safety and security planning tips starting with location, activities, emergency planning, monitoring and communications. Use this as a reference and checklist to ensure you have an evaluation criteria and consistent, safe approach to ensure all your international corporate events run smoothly and prevent the majority of avoidable incidents that ruin otherwise great gatherings and corporate events. About the Author Tony Ridley For More Information Visit Tony’s Website http://tony-ridley.com/ Consultant | Speaker | Advisor | Executive | Security | International   Tony has generated significant value to clients and companies by enabling business growth, maximizing variance on return for assets, expanding market share and cost efficiencies. Hundreds of companies and departments have benefited from the direction and input provided by Tony. Business leaders and managers have been empowered to make informed decisions when developing or implementing strategy or responding to tactile issues, small and large. Those that have benefited from Tony’s influence and solutions enjoy greater business resilience for the environments in which they operation and profit from dynamic business decision-making.   His experience and expertise has been transferred in many ways. Push communications to key decision makers or select managers, exclusive or collective workshops and seminars, mentoring and peer review, consultation services, project management, position papers and technical forums. No two engagements are the same for clients or the transfer of knowledge in order to achieve the desired results, with each mechanism crafted from the guiding requirements to achieve the maximum value and benefits desired. Tony remains highly sought by clients for value solution development, business enhancement sessions and is regularly featured as a speaker in technical and industry conferences along with media engagement and contributor. Innovation remains a distinguishing factor for Tony and his high value benefit to organizations.   Executive and management level experience in security audits, security reviews, security operations management, risk assessments, travel safety and security strategies, crisis management, protective security operations, security guard services, physical security, security management, security provider reviews, security budgeting, commercial security sales and service, and business continuity. Specialties Business Continuity, Crisis Management, Project Management, Change Management, Travel Risk Management, Travel Security, Risk Assessment, Security Management Design and Implementation, General Management, Security, Business Development, Security Guard Force Management, Terrorism, Human Resource Management, Security, Event Management, Emergency Assistance and Response, Commercial Security Management, Proposal Development, Security Provider Networking, and Public Speaking Engagements, Social Media

Key Safety and Security Planning Tips for Successful International Corporate Events

by Tony Ridley

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